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Cloverdale Paint Inc. is a family-owned paint manufacturer. Company sales have been falling and the logistics manager was looking at several options that would meet the company's long-term growth objectives. Two opportunities - private label development or dealer network expansion - seemed promising. He must determine if one or both alternatives will resolve the company's declining sales, and if so, whether the company has enough capital to pursue one or both ventures.

Two analysts have each been assigned to work on the conceptual and detail designs of two modules in a Web-based software solution. A week before the final design presentation, the analysts discover that their software designs are not integrated. The case focuses on the frustrations of one of the analysts and her concerns about the working relationship with the other analyst. They have had personal differences and are both prospects for early promotion. She considers how the project came to this point and how the situation might have been avoided. Supplement eProcure - Finishing the Project (B), product 9B02C021, discusses the analyst's strategies during the final week working on the design; supplement eProcure - Conversation with Claire (C), product 9B02C022 explores the analyst's decision to confront her co-worker and supplement eProcure - End of the Design Team (D), product 9B02C023, focuses on the outcomes for both analysts after the project is complete.

An orphanage and foster care home for young children in Guyana was staffed by women who were paid a small monthly stipend. The facility was in poor physical state, the 54-hour workweek was exhausting and absenteeism was rampant. The new director tried to turn the facility around by repairing the building, improving the working conditions and seeking staff input. On the country's national holiday, however, none of the staff reported for work. The director considered her options: resignation, asking for additional resources, giving the staff more responsibility or disciplining the staff. Supplement case Red Cross Children's Home: Building Capabilities in Guyana (B), product 9B02C047 describes the actions taken by the director and their outcome. In supplemental case Red Cross Children's Home: Building Capabilities in Guyana (C), product 9B02C048, the former director visits the children's home after an absence of nearly two years and reflects on her management efforts. A 22 minute video is available, product 7B02C042 and a PowerPoint slide presentation, product 5B02C42.

This is a supplement to Red Cross Children's Home: Building Capabilities in Guyana (A), product 9B02C042. An orphanage and foster care home for young children in Guyana was staffed by women who were paid a small monthly stipend. The facility was in poor physical state, the 54-hour workweek was exhausting and absenteeism was rampant. The new director tried to turn the facility around by repairing the building, improving the working conditions and seeking staff input. On the country's national holiday, however, none of the staff reported for work. The director decided to implement new rules and a system of accountability. When the local public hospital staff went on strike, the director of the children's home was asked to run the hospital with its volunteers. After eight weeks, she returned to the children's home to discover that it was thriving, despite her absence. She decided that her work was completed and she returned to Canada. In supplemental case Red Cross Children's Home: Building Capabilities in Guyana (C), product 9B02C048, the former director visits the children's home after an absence of nearly two years and reflects on her management efforts.

An orphanage and foster care home for young children in Guyana was staffed by women who were paid a small monthly stipend. The facility was in poor physical state, the 54-hour workweek was exhausting and absenteeism was rampant. The new director tried to turn the facility around by repairing the building, improving the working conditions and seeking staff input. On the country's notational holiday, however, none of the staff reported for work. The director decided to implement new rules and a system of accountability. When the local public hospital staff went on strike, the director of the children's home was asked to run the hospital with its volunteers. After eight weeks, she returned to the children's home to discover that it was thriving, despite her absence. She decided that her work was completed and she returned to Canada. Nearly two years later, the former director visited the children's home and reflected on her management efforts. This is a supplement to Red Cross Children's Home: Building Capabilities in Guyana (A), product 9B02C042 and Red Cross Children's Home: Building Capabilities in Guyana (B), product 9B02C047.

The head of salaried personnel at a large automotive manufacturer is faced with the unenviable task of implementing head count reductions. Several options are available including voluntary leave of absence, contract position reductions and early retirement packages. She must decide the best method to carry out the reductions and how to keep the targeted reductions fair to all employees at the company. Supplemental case Janet Michaels at American Car, product 9B02C054 discusses her decision.

A learning team of five students must work together to complete a 48-hour team exam. One of the students has a reputation for being unreliable, disruptive and confrontational. When the team members convene to write their report, this student calls to say he will be late. He shows up eight hours later. The level of team tension and animosity reached a point of near-violence and the team member was expelled. The team wonders how to deal with this team member whose behaviour is dysfunctional to effective team performance, and what to do next given that there are several more team projects to come. Supplemental case Juan Pedro's Shrimp Farm: Or the 48-hour Exam Nightmare (B), product 9B02C058, discusses the first hour after the student arrives to work on the report. Supplement Juan Pedro's Shrimp Farm: Or the 48-hour Exam Nightmare (C), product 9B02C059, describes the student's attempt to contribute to the report and the subsequent confrontation. Supplement Juan Pedro's Shrimp Farm: Or the 48-hour Exam Nightmare (D), product 9B02C060, an interview, conducted several months later, provides the student's perspective on the events.

A learning team of five students must work together to complete a 48-hour team exam. When the team members convene to write their report, one of the students shows up eight hours late. The report outline is nearly complete, yet he insists on questioning the work and offering uninvited comments. As the irritation level builds, another student takes him out to fetch refreshments for the team. Away from the rest of the team, the student starts discussing the exam with other students, divulging some of his own team's strategies. This is a supplement to Juan Pedro's Shrimp Farm: Or the 48-hour Exam Nightmare (A), product 9B02C057, which discusses the process of the competitive 48-hour exam, the reputation of the fifth student and the initial meeting of the team. Supplement Juan Pedro's Shrimp Farm: Or the 48-hour Exam Nightmare (C) product 9B02C059, describes the student's attempt to contribute to the report and the subsequent confrontation. Supplement Juan Pedro's Shrimp Farm: Or the 48-hour Exam Nightmare (D) product 9B02C060, an interview, conducted several months later, provides the student's perspective on the events.

Tinplate Company of India is a leading manufacturer of tin packaging for food and beverage products and batteries. Changes in government policy on importing materials, new types of packaging products and customer dissatisfaction present challenges for the company. The company must decide whether to continue with its current market strategy, determine how it can compete with foreign companies or determine if they are missing other strategic opportunities based on organizational buying behaviours.

Canadian Tire is a large retailer of automotive, hardware and houseware products. As part of the company's marketing strategy, the executive director of corporate affairs is reviewing four social marketing programs and must decide which program the company will adopt. She must analyse each of the social marketing programs and assess how the program will contribute to the company's competitive position. She also needs to convince the company's independent associate dealers to adopt and implement the chosen program.

JDSU Uniphase Corporation is a high-technology company that designs and manufactures fibre-optic components for the telecommunications and cable television industries. The company announces a record high year-end loss; they contribute the losses primarily to the writedown of goodwill. Using accounting for acquisitions and goodwill, the company must reassess the value of its past acquisitions.

Weihai-Daewoo Electronics Co., Ltd., a joint venture between a Chinese company and Daewoo Electronics Co., Ltd., of Korea, is one of the leading colour monitor manufacturers in China. The company has the opportunity to secure new business through an open bidding process. However, the price asked for is lower than Weihai-Daewoo's cost of production using the full-cost method. The company needs the business and the chief executive officer believes that a long-term relationship could be profitable. He must decide whether to accept the order and examine the company's cost calculation system.

Sinopec Corporation is one of the largest integrated petroleum and petrochemical companies in China. The director of finance of the Pingyuan Oilfield Company of Sinopec must discuss with head office the division's production budget. He must do a breakeven analysis and consider the tradeoff for different accounting alternatives to determine how he will meet head office's proposed profit target and what strategy should be used for development.

Palmyra Trading Company imports commodities from Europe and Asia for sale in the Syrian wholesale market. The vice-president has been advised that the company is still in contention in a tender bid, but has been asked to submit a new bid at a lower cost. The vice-president is aware that a competitor was in the same situation. The vice-president must determine the range of bids the company could make to secure the contract and perform a sensitivity analysis to determine his options under various assumptions about the actions of competitors in the bidding process. A simple model can be constructed to analyze the bidding problem and determine the bid range.

A first year business student has recently received an award from her classmates, one that was intended as a joke, but that had left her feeling embarrassed and angry. Two of her male classmates had created a series of year-end awards to be handed out in fun. She was the recipient of the Most Likely to Sleep With Her Boss Award. When these awards were given out in a class setting, the student felt uncomfortable and embarrassed, but had gone along with it to be a good sport. When she heard that these same joke awards were to be given out at the year-end banquet in front of faculty members and the entire student body of the school, she asked one of the creator/presenters to leave her out of the fun this time around. To her horror, her classmate did not honor her request, and she was humiliated in front of her teachers and peers in a very public forum. Supplement cases, products 9B02C008, 9B02C009 and 9B02C010 provide detail of the events leading up to the award presentation and its aftermath. The fourth supplement, product 9B02C011, describes the perpetrators' viewpoint.

Telus is a major telecommunications company. The vice-president of strategic integration is faced with the choice of bidding for near bankrupt PSINet Canada, an internet protocol company, or waiting and picking up the firm's physical assets. He must determine the value that should be placed on PSINet Canada's employees. To Telus, the acquisition of the company adds complementary product to its telecommunication portfolio. The anticipated price for PSINet Canada is judged low compared to the value of its physical network, but perhaps substantial value in the company can be retained by simply retaining already trained personnel. Supplements to the case, Telus: The Acquisition of PSINet Canada (B) and (C), products 9B02C026 and 9B02C027 discuss how the purchase should be presented to the PSINet Canada employees and the challenges the vice-president of strategic integration faces.

A supplement to Telus: The Acquisition of PSINet Canada (A), product 9B02C025. Telus has become a front-runner in the purchase of the now-bankrupt PSINet Canada. There are rumours of other companies in the race to purchase the company - all suitors will attend an auction at a later date to determine who wins the right to buy the company. The vice-president of strategic integration has four days to prepare for a town hall meeting with PSINet Canada employees. There, an offer will be made to the employees. Telus has determined that retention of the majority of the employees - should it proceed with the acquisition - is a key priority. He must decide how to present his case to the employees; most are probably demoralized and affected by the bankruptcy proceedings. He also needs to determine how Telus should manage the relationship between it and the bankruptcy monitors.

This supplement Telus: The Acquisition of PSINet Canada (A), product 9B02C025 discusses the challenges the vice-president of strategic integration faces with the purchase of PSINet Canada. He must decide how to properly integrate the company into Telus.

The Alberta government cut its health-care budget and the Edmonton Health Sciences Centre needed to find savings of $15 million. When the recommendation for cuts was announced to the medical staff, it was learned that 18 services would be cut. A group of surgeons attempted to challenge the inaccurate data on which the plan was based, but they were denied a review by the hospital administration. The surgeons had not been included in the consultation because the board decided that the surgeons could not be objective about the viability of their own programs. Convinced that the cuts would compromise the mission of the hospital, the frustrated surgeons decided to send a public statement to the local newspaper, and must decide how to approach the media. The related case, Edmonton Health Sciences Centre, product 9B02C046 looks at the issue from the boards perspective.

The chair of the compensation committee of Bezner Bonder Lambert & Murphy LLP, a law firm, was trying to decide on appropriate compensation levels for the firm's 70 partners. The committee would first deal with a sample of six partners. He is also concerned about the firm's compensation system, which had changed eight years ago from one based solely on seniority to one based significantly on merit. He must decide how to recognize and reward the different contributions individuals make while ensuring that the complete range of necessary activities are performed.